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Innovative Design vs. Lean Product Development April 17, 2013

Posted by Tim Rodgers in Management & leadership, Product design, Project management, Quality.
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I’ve been very busy focusing on my job search and some self-improvement projects, and unfortunately it’s been harder to find some time to address my accumulated backlog of topics. I regularly follow several group discussions on LinkedIn related to product development and quality, and lately a popular discussion topic is how to inspire innovation in product design.

See for example Wayne Simmons and Keary Crawford “Innovation versus Product Development” (http://www.innovationexcellence.com/blog/2013/04/12/innovation-versus-product-development/), and Rachel Corn’s blog “Is Process Killing Your Innovation?” (http://blog.cmbinfo.com/bid/87795/South-Street-Strategy-Guest-Blog-Is-Process-Killing-Your-Innovation?goback=%2Egde_2098273_member_229196205). The latter post quotes a former 3M vice president who says that Six Sigma killed innovation at 3M, apparently because 3M’s implementation of Six Sigma required “a full blown business case and even a 5-year business plan to get a new idea off the ground and into production.” The VP wonders: how do you institutionalize innovation without stifling it?

The conventional wisdom seems to be that product design is inherently a creative, right-brain activity that will fail or at least fall short if constrained by process. You can’t make art on a schedule.

I think this is a false conflict. I don’t see any reason why teams shouldn’t be able to conceive new designs within a structured and disciplined product development environment. Obviously the ultimate objective is to get a product to market, so at some point the experimentation must end, doesn’t it?

Six Sigma is about reducing variation. The lean movement is about eliminating waste. I understand that the early stages of product development may be wildly unpredictable and seemingly inefficient. Shouldn’t the latter stages focus on predictable outcomes, standardized processes, fast time-to-market, defect prevention, and efficient production?

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Comments»

1. Tim Rodgers - April 19, 2013

And, here’s another recent post on this same subject, “Fostering Inspiration and Creativity in New Product Development (NPD): http://newproductvisions.com/blog/?p=163&goback=%2Egde_783557_member_232362792

2. KnoGimmicks Social Media & Web Design™ - April 25, 2013
3. Can Business Process Variability Be a Good Thing? | Managing in the 2000s - October 6, 2014

[…] At least once a month I see an on-line discussion that starts with someone taking the position that companies who focus on operational excellence using six-sigma or lean techniques are doomed because they can’t possibly be innovative at the same time. There seem to be several assumptions in this argument: (1) all companies must innovate in order to compete, (2) innovation in operations management somehow doesn’t count, (3) application of six-sigma or lean in one area of the business means that you can’t innovate elsewhere, and (4) innovation is inherently incompatible with six-sigma or lean. As you can probably guess, I don’t agree with all of those assumptions, and I’ve written about this previously in the context of design and product development processes (see Innovative Design vs. Lean Product Development). […]


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